Treetops

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question as Good. At this assessment the rating has remained Good. This meant people’s needs were met through good organisation and delivery.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The registered manager had a vision for a person-centred care home service which they shared with staff. Staff told us they understood how their role helped in achieving the vision. A staff member told us, “The manager keeps everyone informed through team meetings and supervision and if people can't attend there's always a copy of the minutes in their pigeon hole to refer to.”

Staff and the registered manager demonstrated a positive, compassionate, listening culture that promoted trust and understanding between them and people using the service.

Staff at all levels received training to ensure they understood equality, diversity and human rights, and so they understood the need to prioritise safe, high-quality, and compassionate care.

The provider had inclusive leaders who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The registered manager had the experience, capability, and integrity to ensure the care home service met people’s needs and that risks were well managed. The registered manager and senior staff in the care home were visible and led by example, modelling inclusive behaviours.

The provider had effective recruitment processes in place to ensure new staff joining the care home were suitable and safe to appoint.

The registered manager was knowledgeable about issues and priorities essential to ensure the quality of services and was alert to any examples of poor culture that may affect the quality of people’s care and have a detrimental impact on staff. A staff member told us, “I would recommend Treetops for my friends and family members if they needed to move into a caring home in the future. Treetops is a home for everyone and anyone is welcome. I also appreciate our manager, they are wonderful and have very good leadership skills”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The registered manager encouraged staff to raise concerns and promoted the value of doing so. When concerns were raised, the registered manager investigated sensitively and confidentially, where lessons were learned, they were shared and acted on.

The registered manager told us that when something goes wrong, people received a sincere and timely apology and were told about any actions being taken to prevent the same happening again.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The provider had policies and procedures for inclusion and diversity within the workforce. For example, recognising people’s protected characteristics and ensuring appropriate measures were in place to support these. Protected characteristics are a set of nine characteristics that are protected by law to prevent discrimination. For example, discrimination based on age, disability, race, religion or belief, and sexuality.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider had clear and effective governance, management and accountability arrangements in place. Staff understood their role and responsibilities, and the registered manager was effective at directing the actions, behaviours and performance of staff.

The registered manager had successfully embedded systems to manage the performance of the care home, and risks to the quality of the service received by people.

The registered manager ensured that necessary notifications to external agencies, such as the Local Authority safeguarding team and the Care Quality Commission were submitted in a timely manner.

The provider had organised and effective arrangements in place for the availability, integrity and confidentiality of data, records and data management systems. The provider used a combination of electronic and paper-based records. The registered manager used that information effectively to monitor and improve the quality of care people received.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The registered manager understood the importance and benefits of working alongside other professionals. The registered manager confirmed they collaborated with external safeguarding teams in the investigation of serious accidents or incidents. Staff also worked in partnership with external health care professionals and community health services to ensure people received effective care.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

The registered manager had a good understanding of how to make improvement happen. The registered manager had a continuous improvement plan in place, which was used appropriately to track improvements which had been identified by the registered manager and staff as being needed. The approach was consistent and included confirmation that required improvements had been made.

The registered manager had developed processes to ensure that learning happened when things went wrong. For example, the assistant psychologist produced summary reports about the range of incidents which occurred each quarter, as well as more detailed reports about the incidents each person had. This enabled the registered manager and staff team to shape the support people received to reduce recurrence of incidents as far as possible.

The provider and staff had strong external relationships with healthcare professionals which helped ensure the care home continued to keep up with new developments and approaches to care for individuals.